Mission Connection can be facilitated by becoming clear about our passions, skills, contributions and barriers to constant connection.  Attention to these areas tend to improve the chances that we will be able to promote meaning in our personal and professional lives.  Here are some ways people have been able to promote Mission Connection in their lives and the lives of others around them:

• Phase I: Cultivate “3-Circle Clarity”. One of my favorite saying is “follow your bliss.”  I think this is often closely related to Jim Collins’ idea of being in the center of one’s “3 circles” (passion, excellence and need).  Bliss or 3-Circle clarity is a critical first phase in Mission Connection; it can be very difficult to stay connected to a Mission over the long haul if it is not something that we enjoy and/or are truly passionate about.  It can also be helpful if we have a certain level of ability in these areas and/or feel as though our mission fulfills a need in ourselves (or the world).  We often assist people with bliss and 3-Circle clarity by asking them to: (a) generate a list of all of the activities or experiences that they truly enjoy, then (b) circling the items on the list that they have a certain amount of expertise in and finally, (c) highlighting the items on the list that also can fulfill a deep need in ourselves and/or the world.  Once we are done with this list, we may wish to pursue items that are circled and highlighted (items that we enjoy, have expertise in and fulfill enough of a need that others will pay us for it) for a career while keeping other items in our lives (items we enjoy, but may not be expert enough at performing for pay) for hobbies or leisure time.
• Phase II: Goal-set for constant connection. Expert goal-setting can be a critical way to stay connected to a mission.  So often, missions are given up on because of goals that are not set in SMART (specific, measurable, agreed-upon, realistic and time-bound) ways.  Click here for more on SMART Goals.
• Phase III: Deepen focus abilities. Mission Connection takes regular focus.  Many believe that we are not well-trained to stay focused for long periods of time.  The ability to stay focused on one’s mission can be cultivated by a deeper self-awareness, more peace of mind and the ability to cope with stressful situations.
• Phase IV: Learn and practice the art and science of persistence. Many believe that they (or others) are too lazy to stay connected to a mission.  Our research indicates that this is a myth!  Persistence is not an inborn trait as much as it is an ability to handle five major areas in life: motivation, time perception, accessibility, enjoyment and social support.  Click here for more on these 5 persistence-enhancing factors.

NOTE TO THOSE USING THE MISSION FULFILLMENT SYSTEM: You can move toward increased Mission Connection by adding a new Objective to your system using the “Add New Item” link (for example, “Stay connected to meaningful missions in my personal and professional life”).  You can then develop a SMART Goal related to that new Objective by using the “Add Subitem” link to the far right of the new Objective (for example, “Identify meaningful objectives for my personal and professional life and modify the list as needed every 6 months.”).

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Supportive environments can be created by first becoming “self-supportive,” then gaining an understanding of how to spread that support to the important others in our lives.  Here are some ways people have been able to create supportive environments:

• Making an effort to talk to oneself in supportive ways. Many of us can be quite harsh on ourselves when we make a mistake or do not act in ways that we would like to.  Thoughts like “I am so stupid,” or “what I just did must have looked so weird” can take a toll (consciously or subconsciously) on how supportive we feel toward ourselves.  Many have found it helpful to make an effort to be more supportive toward themselves (with thoughts like “I made a mistake, like everyone does from time to time,” or “I acted unusually out of discomfort - that’s not weird at all, even if others see it that way.”).  Becoming more supportive of ourselves sets the stage for spreading support throughout our environments.
• Becoming clearer about what helps others to feel supported. Like beauty, support is in the eye of the beholder.  To spread support to others, it is important that we are clear about what helps others feel supported.  Some of us like compliments, others feel supported when we follow through with our commitments to them and still others feel supported by sincere apologies when we make a mistake in the relationship.  It can be very helpful to talk with important others about how we can help them feel supported.  This allows us to spread support into our environments and make it the norm rather than the exception.
• Spending more time in supportive environments (and less time in unsupportive ones). Sometimes certain environments are “immune” to our attempts to spread support.  For a variety of reasons, certain environments are not conducive to attempts to create more accepting tones.  When our attempts to spread genuine support are continuously rejected, it can be helpful to find new environments and people who are more open to such attempts.  Support is such a powerful influence in most people’s lives that going without it for too long can be very damaging to our personal and professional goals in life.

NOTE TO THOSE USING THE MISSION FULFILLMENT SYSTEM: You can move toward creating and/or maintaining more supportive environments by adding a new Objective to your system by using the “Add New Item” link (for example, “Create and maintain a supportive environment”).  You can then develop a SMART Goal related to that new Objective by using the “Add Subitem” link to the far right of the new Objective (for example, “Spend at least 1-2 hours a day with people who help me feel supported or who accept my support for them.”).

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Clear, strong and flexible (CSF) boundaries can be created by understanding the basics of boundary-building.  Here are some ways people have been able to create CSF boundaries:

• Identification of rules and boundaries. “Rules” are the repeated patterns that determine how people interact.  “Boundaries” are the collection of these rules that serve to separate and connect us.  Rules and boundaries are in play even if we are unaware of them; the more aware we become of the boundaries that we prefer, the more influence we have over ourselves and our social interactions.  For example, some of us are very comfortable with being the butt of a joke in public, others feel as though this is disrespectful of them.  The more of our rules we are aware of, the more power we have to seek out people who will respect our boundaries.
• Taking control of flexibility and interrelatedness. Some rules and boundaries are flexible and some are more rigid.  For example, some of us are comfortable being the butt of a joke in certain public arenas, but not in all of them.  This is an example of a flexible “public joking” rule.  Others are more rigid with this rule; it may be that being the butt of a joke is not appreciated no matter who is doing the joking and where it is happening.  In general, a collection of overly rigid rules tends to create a tone of disconnection with others, while overly flexible rules can sometimes create a tone of enmeshment or dependency (or an inability to establish our own values or preferences).  By striking a balance between rule rigidity and flexibility, we can create a feeling of connection and independence (sometimes referred to as interdependence) within our important relationships.
• Seeking out environments where boundaries are respected. As many people know, certain environments and groups of people are not very respectful of others’ values and/or preferences.  The creation of clear, strong and flexible boundaries can be enhanced by placing ourselves in environments that respect our rules and boundaries.  After we become aware of our boundaries and how flexible or rigid we want them to be, we can then seek to spend more time with people who respect these preferences and minimize time spent with those who do not.  For example, if we have a rigid rule about not wanting to be joked about in public, it can be helpful to seek out people who work to avoid doing this (and minimize time with those who do not respect this preference).

NOTE TO THOSE USING THE MISSION FULFILLMENT SYSTEM: You can move toward more Interpersonal Expertise by adding a new Objective to your system by using the “Add New Item” link (for example, “Create clear, strong and flexible boundaries”).  You can then develop a SMART Goal related to that new Objective by using the “Add Subitem” link to the far right of the new Objective (for example, “Spend 15 minutes a week identifying my rigid rules and my flexible rules.”).

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Increased engagement in honest, respectful and empathic communication respects the boundaries, uniqueness and limitations of ourselves and others.  More honesty tends to increase our trust in ourselves and in others, more respect can increase openness and more empathy can set a tone of comfort and understanding.  Here are some ways people have been able to cultivate more “HRE” Communication in their lives:

• Become clear about what honest, respectful, empathic (HRE) communication is (and what it is not). There are many misconceptions about what it means to communicate in an HRE way.  For example, true honesty does not mean “saying the first thing that comes to mind.”  To be truly honest means that we spend the time to become deeply aware of how we experience the situations we are in and practice expressing these perceptions precisely.  “You are such a jerk,” is much less precise (and thus less honest) than “When you said that my work wasn’t up to par, I felt as though the strenghts of my work were not attended to, which felt very upsetting to me.”  There are also many misconceptions about what respectful and empathic communication is.  For instance, many believe that being empathic (trying to understand things from another’s perspective) means that we have to give up expressing our honest feelings.  Nothing can be further from the truth; we can attempt to understand others and respectfully share own own perspectives in the same conversation.  The first step in communicating in HRE ways is often a solid understanding about how to do so.
• Understand why HRE Communication makes sense logically. Sometimes, HRE Communication can be dismissed as something that is “emotionally nice,” but not logical or practical in the so-called “real world.”  Understanding the logic behind such communication can be critical to feeling comfortable committing to honest, respectful, empathic communication.  One major barrier to such communication is the (always invalid) belief that we have “the one best way” to do or understand things.  A major reason that this is impossible for any one person has to do with “psychological contaminants” (which result in inevitable blind spots) that we all experience.  For a variety of reasons, there is information that we either miss or ignore that others may not.  Recognizing this fact can increase our desire to communicate our perspectives honestly while also respecting others’ views and empathically attempting to understand them.
• If deemed helpful, utilize the “IOC” Method of structuring HRE communication. Another common barrier to HRE communication is the lack of a structure to help us to communicate in this new way.  One structure of more honest, respectful and empathic communication is what we call the OIC method (Observing, Imagining, Checking Out).  Honesty is covered by clearly communicating what we observe and what that observation causes us to imagine about what it happening (for example, “I observe that you have your head down on the table.  I imagine that you are tired.”).  Respect for the other(s) involved in the communication comes from “checking out” our observation/imagination (for example, “Is that right or am I misperceiving things?”).  Empathy comes from listening to others’ responses (for example, “No, I’m not tired at all, actually - just feeling a bit overwhelmed right now.”).  The OIC Method can help us engage more frequently in HRE communication.

NOTE TO THOSE USING THE MISSION FULFILLMENT SYSTEM: You can move toward enhanced Interpersonal Expertise by adding a new Objective to your system by using the “Add New Item” link (for example, “Engage in more honest, respectful and empathic communications with others”).  You can then develop a SMART Goal related to that new Objective by using the “Add Subitem” link to the far right of the new Objective (for example, “Practice the OIC Method with at least 1 person a day every week.”).

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This “me vs. you” negotiation mentality often leads to manipulative and controlling negotiations filled with traps and smoke screens.  This may lead to short term victories, but in the end this style of interacting destroys the possibility of long-term, effective and satisfying relationships.  Honest influencing and negotiation helps build a long term”win-win” relationship focusing on mutual benefit and success.  When we learn how to negotiate with others honestly, even when others are not doing so with us, we add another piece of the Interpersonal Expertise puzzle.

Honest influencing can be practiced by understanding the value of “win-win” experiences for all involved and how to bring them about more frequently.  Here are some ways people have been able to practice honest influencing:

• Become clear about the value on win-win experiences. Win-win is a term that has now become quite popular.  Less popular than using the term is the actual attitude behind it.  Many of us have been encouraged to use the terminology of win-win without enough encouragement to actually have a win-win mindset.  In order to actually change our mindsets, we must view win-win as an approach that is better than simply thinking about our own interests.  We have found that becoming clear how a win-win mindset is actually in our best interests is critical.  From increased trust to more connection to longer-term relationships, win-win is worth the transition from dishonest and manipulative mindsets to truly honest influencing.
• Clarify the difference between honest influencing and dishonest manipulation. Sometimes we can have a desire to honestly influence others without the awareness that we are often dishonestly manipulating them.  To practice more honest influencing, it can be helpful to know the many differences between the two approaches.  For example, honest influencing requires non-threatening non-verbals, true valuing of others’ opinions and emotions, and shared decision-making.  Dishonest manipulation often relies on threatening non-verbals (stares or intimidating silences), mind games (like put-downs or humiliation), and/or marginalizing opinions of those who disagree with us (making these opinions seem “crazy” or “naive”).
• Increase the amount of honest influencing in your life (and decrease the amount of dishonest manipulation). The path from dishonest manipulation to honest influencing can take practice and time.  It is often unrealistic to assume that we can move from one mindset to the other in quick and easy ways.  One common barrier to this transition is having to deal with dishonest manipulation in others while we attempt to deal with them in more honest ways.  Practicing more honest influencing can be facilitated by beginning to minimize interactions with those who do not seem to value honest influencing (slowly, if necessary) while seeking out friends, clients and bosses who value this mindset more.  This does not have to happen overnight (for example, many of us cannot afford to quit a job with a manipulative boss right now), but with a commitment to more honest influencing, we can slowly make the transition (for example, keep our eyes open for other job opportunities with bosses that practice more honest influencing).

NOTE TO THOSE USING THE MISSION FULFILLMENT SYSTEM: You can move toward practicing more honest influencing by adding a new Objective to your system by using the “Add New Item” link (for example, “Practice more honest influencing”).  You can then develop a SMART Goal related to that new Objective by using the “Add Subitem” link to the far right of the new Objective (for example, “Identify people who seem to value win-win outcomes and spend more time around them.”).

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Because conflict in relationships is a given from time to time, it can be important to develop the ability to avoid unnecessary conflict while facing and resolving the necessary conflicts with others in our lives.  This can be done in three phases: (1)  identification of avoidable conflicts and minimization of such conflicts, (2) identification of unavoidable conflicts and genuine resolution of these conflicts, and (3) transformation of currently unavoidable conflicts into conflicts that can eventually become more avoidable in the future.

The ability to avoid unnecessary conflicts while resolving the necessary ones can be cultivated by practicing what we call the “Find Truth and Clarify Team-Building (FTC-TB)” approach to conflict resolution.  Here are some ways people have been able to use principles related to this approach to transform conflict in effective and satisfying ways:

• Phase I: Cultivate peace of mind in the midst of conflict. Taking on conflict in productive, growth-oriented ways often requires a clear and calm mind.  This can be a huge challenge, especially when we feel attacked by others.  It can often be very helpful to excuse oneself in the midst of conflict to cultivate peace of mind before moving on to the next phase of this process.  If we feel comfortable, we can tell the other parties what we are doing (making sure that we are clear on when we will be back so others do not feel abandoned).  For example: “I want to resolve this as best I can, but need a minute to sort things out; I’ll be back in 15 minutes to talk more about this.”  If we do not feel comfortable, we can also choose to excuse ourselves in another way (for example: “I want to handle this as soon as possible, but need 15 minutes for another task.  I’ll be right back.).  During that time period, we can work to cultivate peace of mind.  Click here for more on how others have done so in effective ways.
• Phase II: Understand “the accusation” clearly and with genuine curiosity (rather than defensiveness) - then attempt to find some truth in the accusation. In many interpersonal conflicts, there is an “accusation” that starts the conflict off (for example, “You did not do a good job on this report,” or “What you did was not appropriate behavior.”).  Our typical reaction to accusations is to defend against them - and sometimes counter-attack (for example: “My report was exactly what I was asked to you - you are the one who writes bad reports,” or “I was perfectly appropriate - you were the one acting in hurtful ways.”).  Defensiveness can fuel the fire, often creating ongoing, draining conflict.  Attempting to find some truth in the accusation, on the other hand, can often calm the flames and lay the foundation for interpersonal growth.  For example, we can respond to the accusations above in ways similar to this (with genuine curiosity, if we have cultivated peace of mind first): “I’m interested to see what you mean about my report; can you show me specific areas where it was poor in you mind?” or “I’m always interested in improving my relationship skills, can we talk more about where you think I can improve?”  This can be challenging but very productive.  Once again, Phase I above can be critical here; it is much easier to find truth in accusations when we have cultivated a certain amount of peace of mind.  It can also be helpful in this Phase to know that you will eventually be addressing Phase III below once Phase II is complete.
• Phase III: Clarify portions of the accusation that do not seem to fit - then problem-solve as a team. After finding some truth in an accusation, we can then clarify portions of the accusation that we do not find valid - without communicating as much defensiveness (there is less to defend against after finding some truth in an accusation first).  This can then set the stage for a “team-building” experience, where all parties discuss how to move forward in more satisfying ways.  For example, after hearing others out about what makes for a better report or more satisfying behavior, we can then clarify the portions of the accusation that we do not agree with in ways similar to this: “I hear how you want me to improve and appreciate that.  I do feel as though much of my report (or much of my behavior) fits your definition of good most of the time in these ways . . . does that sound right to you?”  In most cases, well-meaning others will be ready to affirm that our work and/or behavior is not always poor.  We can then begin planning for how we can move forward together as a team, rather than how we can “get back” at the accuser in the future!

NOTE TO THOSE USING THE MISSION FULFILLMENT SYSTEM: You can move toward transforming conflict into team-building opportunities by adding a new Objective to your system by using the “Add New Item” link (for example, “Avoid unnecessary conflict and resolve necessary conflict in my life”).  You can then develop a SMART Goal related to that new Objective by using the “Add Subitem” link to the far right of the new Objective (for example, “When feeling accused of something that makes me angry or hurt, ask for at least 15 minutes to perform a peace-of-mind exercise before finding some truth in the accusation.”).

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Core values can be affirmed by becoming clear about our own values and helping others do the same.  If this is done thoroughly, the chances that we will be able to affirm similarities goes up significantly (longer lists of core values makes it more likely that at least one core value from each person’s list will overlap).  Here are some ways people have been able to affirm similar core values:

• Phase I: Generate a list of your Primary and Secondary Objectives in life and keep it updated. The first step in core value affirmation with others is often awareness of our own core values.  One way people become aware of these values is through an exercise we call “Primary and Secondary Objective Identification.”  We normally recommend that people begin by identifying the top 5 priorities in their lives (AKA: Primary Objectives), then move on to clarifying their next 5 most important objectives (what we call Secondary Objectives).  Of course, everyone’s objectives will be different, but here are some examples of the kinds of Primary Objectives that people often list during this exercise: (a) Be a healthy individual, (b) Promote effectiveness and satisfaction throughout my team or family, (c) Increase my revenue by 10% every year.  Secondary Objectives are often priorities that are still important, but are not as important as Primary Objectives.  Again, Secondary Objectives depend on what is important to individuals, but here are some examples we have noticed making peoples’ lists over the years: (a) Learn to play an instrument, (b) Read more books on my top 100 list, (c) Visit a new city every 2-3 years.  Regardless of what makes our list, we can become more aware of what we value most when engaging in this exercise.
• Phase II: Ask others to generate and update their own Primary and Secondary Objectives. We we have completed our own list of objectives in life, we can move one step closer to affirming similar values with others by asking them to engage in the same exercise.  It can be helpful to show others our own list of objectives so others get a quick and clear sense of what this exercise entails.  We’ve found this process can be an extremely fun and effective way of getting to know others and/or breaking the ice with new people in our lives.
• Phase III: On a regular basis (weekly, monthly, quarterly, etc.) identify areas of Primary and Secondary Objective overlap and regularly affirm these similar core values. So often, it can be easy to forget our similarities as we are encouraged in many ways to be focused on our differences.  Setting regular times to update and share our Primary and Secondary Objective lists with important others can be a way to ensure we stay focused on our common interests and values.  Very often, these get-togethers can be an opportunity to talk about how we can support each others’ objectives in life; for example, helping people meet others who can help them, devising a plan to work together on some common objectives, or simply rooting each other on as everyone moves toward their most important aims or experiences in their lives.

NOTE TO THOSE USING THE MISSION FULFILLMENT SYSTEM: You can move toward increased Interpersonal Expertise by adding a new Objective to your system using the “Add New Item” link (for example, “Regularly affirm similar core values with important others in my life”).  You can then develop a SMART Goal related to that new Objective by using the “Add Subitem” link to the far right of the new Objective (for example, “Meet with Jane and Chris once a month to go over our list of Primary Objectives together and identify areas where we want to support each other.”).

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It is our position that true appreciation of differences (rather than simple toleration of them) comes from a realization of how useful our collective differences are to our collective ability to not only survive together, but to thrive.  This Interpersonal Expertise Tip focuses on identifying how our differences can be turned from annoyances or experiences to be tolerated to opportunities for satisfaction, achievement and/or growth - for all people involved.

Genuine appreciation of differences can be cultivated by promoting an awareness about how differences are helpful to us in general.  This appreciation can sometimes be deepened further when we become aware of how specific differences in those around us can help all parties to move toward their objectives in life.  Here are some ways people have been able to cultivate more genuine appreciation for others’ differences:

• Reflect on how people with differences have impacted the world in positive ways. A general appreciation of differences can often be helped along via reflections on how different talents, passions and perspectives have been helpful to us in general.  For instance, those with a different way of thinking have been critical to our abilities to enjoy light bulbs, democracy and automobiles.  They have also been responsible for social, educational and medical improvements across time.  We have all been positively impacted by people different from us in a great variety of ways!
• When appropriate, identify others who have similar objectives in life (and different passions, perspectives or abilities) and investigate how to use differences to assist each other. Our appreciation for differences can deepen even further when we begin to see how such differences in other people can impact our current aims in life.  Some have benefited greatly by identifying common objectives with others, then moving toward those objectives by utilizing differences.  For example, there are many people who have a common objective to increase their annual revenue or income.  A group of three people with the same objective may have different talents that, when used together, can help all three achieve their common objective (one person may develop a product to sell, another may be good at talking with others about the product and the third may be good at organizing things financially).  This can also apply to personal common objectives like “have more fun,” “be healthier,” and “keep the house clean.”  If we can find people with common interests and different talents or interests, we can see first-hand the power of appreciating and utilizing our differences.
• Be aware of the tendency to focus on the negatives related to differences by regularly affirming helpful differences. Some research has indicated that negative experiences may be 5 times as impactful on us.  This can mean that if we have 1 positive experience and 1 negative one in a certain hour, that hour can feel as though we actually had 5 negative experiences and only 1 positive one!  In order to stay aware of how we have been impacted positively by others’ differences it seems important to make a commitment to fight this tendency by staying aware of how these differences have been helpful to us.  Focusing on the suggestions above on a daily or weekly basis has been useful for many attempting to deepen their appreciation of differences.

NOTE TO THOSE USING THE MISSION FULFILLMENT SYSTEM: You can move toward more Interpersonal Expertise by adding a new Objective to your system by using the “Add New Item” link (for example, “Deepen my appreciation for others’ differences”).  You can then develop a SMART Goal related to that new Objective by using the “Add Subitem” link to the far right of the new Objective (for example, “Talk with Jay and Carolyn about how we might use our differences to have more fun and get more things done that we all value.”).

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Allowing  our relationships to promote personal growth rather than dependency can be facilitated by a realization that such relationships can help us become more of who we already are (and provide the same opportunity to others).  Here are some ways people have been able to utilize their relationships to access more of their own potential and help others do so at the same time:

• Spend time around supportive others. The ability to access more of our potential often begins with placing ourselves in environments that support self-exploration and self-acceptance.  It can be helpful to generate a list of people, inspirational quotes or places that help us to feel comfortable being or exploring who we are.  The effects of supportive environments can be amazing to those of us who are not used to feeling encouraged to be or explore ourselves.
• Commit to a win-win or no deal mindset. Win-win or no deal is a mindset of never settling on a compromise until all parties are truly satisfied with an outcome.  When we commit to this mindset, we can often find that great ideas that were locked inside of ourselves are unleashed.  We can try this in all sorts of situations, from deciding on how to move forward with a client with our co-workers to how to raise our children with our romantic partners.
• Find what we admire most in others in ourselves. It has been suggested that the characteristics we most admire in others are often unacknowledged parts of ourselves.  It can be helpful to make a list of the characteristics that we most admire in others then attempt to find those characteristics in ourselves.  Many are amazed by how much of these characteristics are actually already a part of themselves - and some enjoy making plans on how to access even more of these characteristics in the future.

NOTE TO THOSE USING THE MISSION FULFILLMENT SYSTEM: You can move toward accessing more of your potential through others by adding a new Objective to your system by using the “Add New Item” link (for example, “Increase access to myself through my relations with others”).  You can then develop a SMART Goal related to that new Objective by using the “Add Subitem” link to the far right of the new Objective (for example, “Engage in at least 1 win-win or no deal conversation with others every week.”).

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Engaging in shared interests begins with the identification of what all parties genuinely enjoy doing and is strengthened by the commitment to participate in some of these interests together from time to time.  Here are some ways people have been able to strengthen their relationships through their common interests:

• Phase I: Make a list of 10-20 activities that can be truly enjoyed with others. The process of engaging in shared interests often begins with becoming aware of what we enjoy doing with others (at least part of the time).  Some of us enjoy reading clubs, others enjoy working out in groups and still others enjoy watching a television show or sporting event with people who enjoy watching as much as we do.  A key to doing this well is to make sure everyone feels comfortable speaking up if an activity is suggested that they do not truly enjoy (and that others are completely fine with certain people opting out of certain activities).  It is better to leave people alone than to force them to engage in an activity that is not a genuine shared interest.
• Phase II: Look over everyone’s lists and come up with a final “shared interests” list. If all parties come up with 10-20 activities, the odds are that at least 1-2 activities will be close to what at least a few others enjoy.  It can often be good to have the final list include as many people as possible so few people feel left out.  If there are a few left out of the final list, we can commit to develop a few more ideas for activities or see if at least 1-2 others in the group have a common interest with those not yet represented by the final list.
• Phase III: Make specific plans to engage in a shared interest activity at a frequency that all parties are happy with. Once a list is finalized, it can be very helpful to agree to engage in the first activity at a specific date and time.  Specific dates make it more likely that we will actually follow through with our plans.   It can also be important to be sensitive to how often people truly want to engage in an activity and respect all parties’ desires.  For example, some may want to get together every Sunday for football and others may want to only join the rest of the group during “big games.”  It is critical that no one is made to feel guilty about how often they really want to join the group for common interests; it’s best when people feel truly free to join others or choose to sit an activity out from time to time.

NOTE TO THOSE USING THE MISSION FULFILLMENT SYSTEM: You can move toward Increased Interpersonal Expertise by adding a new Objective to your system using the “Add New Item” link (for example, “Engage in more shared interests with others who I value).  You can then develop a SMART Goal related to that new Objective by using the “Add Subitem” link to the far right of the new Objective (for example, “Show my list of common interest activities to John, Pam and Judith and ask them to work with me on a final list”).

FOR THOSE WHO ARE NOT ON THE MISSION FULFILLMENT SYSTEM: Click here to for more information and click here to sign up.

FINAL NOTE: If you were linked to this article by a video or email, please return to that link and proceed with any other instructions that you deem helpful.  For more Execution Excellence and Interpersonal Expertise tips and tools visit our site at: www.excellencetree.com